Management Exam 3- Human Resources

motivation according to peter drucker

"making work productive and the worker acheiving" is an essential part of management see results from effort employees want responsibilities and will then have higher productivity understand "why" position is important need to give feedback people get bored-want to learn new things motivation comes within money is not a motivator

Expectancy Theory

"workers will be motivated to work hard when they expect that this work will lead to better performance and that better performance will lead to rewards which they value." 1-establishes *link between effort and performance*, the employee must believe that greater efforts will lead to better performance, i.e. high volume vs counseling each patient 2-managers need to *set realistic goals and assign work accordingly*, give tasks to employees that have the ability, resources, and authority to complete successfully 3-managers must ensure that *rewards are important to employees and are linked to performance*, make sure that employees that do the best work are rewarded, across the board pay raises will decrease motivation as there is no reason to work hard because rewards are given equally *requires performance appraisal systems* that are reliable and valid way of determining who is and is not performing well and should be used to ensure that rewards go to employees with highest or best performance

Who are the best references to check?

(from page 516) The most valuable references come from previous employers, and a series of good references from previous employers should place the candidate in a strong position for the job.

Steps in Effective interviewing

*prepare*-have an outline *warm-up*- friendly introductory phase *info exchange*- between candidate and interviewer *wrap-up*- paint a final positive picture of the organization

Interview process

1) The interview should be a two way exchange of information. setting: comfortable with minimal distractions, private if possible The employer should gain information about the candidate to see if they are qualified and the candidate should see if the organization is a suitable place to work. 2) prep: familiar with job specs, review application and references, use open-ended questions 3)beginning: reduce tension-relaxed atmosphere 4) info exchange: flow in both directions, realistic job preview, see actual work area, when applicant could start, review relationships and chain of command briefly 5)conclusion: postive image of positions, department or org, but do not overdo and make expectations too high common probs: personal factors influence judgement, stereotyping, situational pressures, recall bias, tend to recall bad more than good

Porter's and Lawler's Model: says motivation is affect by what 2 things?

1) ability to perform a task (perceived ability, expectations, confidence) 2) perception of the task (do they understand it?) if they don't have these then they won't put in the effort and are not motivated manager may need to give resources, training or supervision to influence these 2 aspects

Understand the 4 questions an employee should be able to answer after leaving a formal performance evaluation.

1)How am I really doing in the eyes of my manager? 2) In what areas of my job performance should I try to improve? 3) What objectives must I reach in order to receive a better evaluation next time? 4) What future possibilities do I have for advancement within this organization?

employee relations

1)honesty (orgs must be built on trust- peter drucker) 2) competence (keep up with clinical, managment and healthcare info) 3) sincerity (compliments and reprimands-can pick out if phony) 4) fairness (judge by merit/worth, avoid favoritism) 5) set a good example (habits, behavior and dress) 6) pay attention to details ( big or small may be important to employee) 7) communication (be able to express rules and expectations, go out of way to understand employees, training and orientation)

1,9 "country club management" 9,1 "authority-obedience"

1,9 little production, high employee satisfaction (low pressure and easy going, "nice"manager -people win but the org loses "participative" 9,1 high production but low people task oriented or "Tough" manager looks at bottom line -profit minded, hardnosed, autocratic (directive)

1. if both hygiene and motivating factors are present 2. if both absent 3. hygiene present but motivators not 4. motivators present but hygiene not 5. from the person or the manager

1.workers will be highly motivated 2. dissatisfied and unmotivated 3. will not be dissatisfied but will not be motivated either 4. motivated but dissatisfied (ex-mail order pharmacy- economic rewards) In this state the person will ultimately revert to dissatisfaction 5.motivation comes from the person

Wages of employee versus expenses of hiring math: every $13.40 in salary should generate $100 in sales so $53.60 per hour for 8 hours should generate____ sales.

2nd to inventory is employee wages (typically largest expense since inventory is COGS) wages also include benefits Math: every $13.40 in salary should generate $100 so $53.60 per hour for 8 hours should give you $3200 in sales. (Just take wage/13.4 then multiply by 100 gives you the hourly sales after that you just multiply by how many hours the person worked)

Maslow's theory in relation to the pharmacy

In the pharmacy: lower needs (physiologic, safety, and then social)- usually met - may be more important for non-professionals; little use for pharmacists higher order (self-actualization and self-esteem) will motivate professional employees. Managers can appeal to those needs by providing raises, promotions, recognition, and other job incentives for work well done. It may work better with professionals to appeal to self-actualization by designing jobs so they must make full use of their abilities to do a good job and so they receive recognition and sense of achievement when they carry out and meet organizational objectives. It is important to understand that needs and values differ in different cultures and not everyone will meet a need in the same fashion. The real task of the manager is to determine just what level of need an employee is attempting to attain for motivation and how to help the employee meet that need. For professionals, appeal to higher level needs, whereas you may need to appeal to lower level needs (social) for technicians or clerks.

pros and cons of hiring internal vs. external applicants

Internal pro - save time, money, boost morale, uncover hidden talent con - potential lack of qualified personnel, difficult transitions, promotion based on who you know not what you know, domino effect - train other employees who are promoted to fill the vacant position, lack fresh ideas EXTERNAL: Four categories of external applicants:new graduate, currently unemployed, employed but happy, employed but dissatisfied pro - new graduates accept lower salaries, current unemployed are available and may accept a lower salary, employed but happy are the most desirable con - employed but dissatisfied (why?), current unemployed - need to investigate why they are unemployed, employed but happy will require higher salaries and must be recruited

Porter and Lawler's model 2 types of rewards

Intrinsic - positive rewards, complete a task and feel good about it (sense of accomplishment), self recognition for doing a good job leads to motivation (DIRECT relationship w/ performance) Maslow's-higher level Extrinsic - rewards that come from outside the individual, pay raise, promotion, it is organizationally controlled, weak correlation between extrinsic rewards and performance Maslow's-lower level Rewards must be linked to performance as performance leads to satisfaction, not the other way around and mostly related to intrinsic rewards. we need to REWARD PERFORMANCE and NOT EFFORT rewards also need to be PERCEIVED as EQUITABLE/fair for their to be satisfaction

Understand Maslow's Hierarchy of Need Theory. (page 540) what does maslow believe list high to low level needs

Maslow believed that people constantly need or want something and that people are *motivated only by unsatisfied needs*. Higher level needs 1-Self-Actualization - make the most of personal capabilities, fulfillment, can never be fully satisfied 2-Self-Esteem - ego, recognition, success, strength, intelligence, status, reputation 3-Social - belonging, love, affection, family, relationships, work groups 4-Safety - comfort, shelter, economic security, protection, stability 5-Physiologic - food, water, sleep, clean air, warmth Lower level needs need to satisfy lower level before high order need will emerge

What are the types of discipline and give examples of each?

Positive Discipline: Education and training ●The most effective and most desired method ●It avoids the negative confrontations generally associated with discipline, while building morale and team work Examples: 1○Effective orientation and training 2○Strong managerial leadership 3○good communication/motivational skills 4○effective development of a strong commitment to the job Positive discipline is *self-discipline that is imposed by the employees themselves* ● some employees do not respond to this and forced discipline is needed Negative Discipline: Punishment and enforcement Defined as obedience to rules and regulations brought about by the fear of punishment. ●Undesirable since it requires a confrontation and is time consuming and causes tension. ●may simply lead to a behavior that is aimed at not getting caught.

McGregor's theory -Theory X and Theory Y Theory X

Theory X (TRADITIONAL) -higher supervision assumes: -workers are lazy and will avoid work whenever possible -most will need to be coerced and need high levels of supervision to make sure objectives are met -average employee works only to make a living, would rather be told what to do, and has little ambition and wants security overall Managers who believe this theory try to motivate employees with coercion, therefore using authority and economic rewards to motivate workers. They also try to motivate by threatening lower order needs, which rarely works. Or they try to appeal to safety and social needs "we will be good to you, so be good to us". Overall, this theory assumes that if they provide fringe benefits, good working conditions, considerate supervision, adequate salaries, then employees will be motivated out of a sense of gratitude to do good work. focus on lower order needs which for most professionals are already satisfied with this style the employee is UNDER-RATED

Needs Analysis

analysis of the pharmacy's needs evaluate the needs of the org and define what constitutes that right employee to meet current and future needs which helps determine how many, full or part time, and pharmacist or technical support. You should also ask why the position is available: did the employee leave for better pay, better job, dissatisfied?, increased workload?, changes in roles of employees or customer needs?

1,1 "apathetic" 9,9 "team management"

apathetic- doesn't care about people or production, little concern for job, "impoverished management"-going through the motions team management- full production and team effort increased motivation and productivity concern for both ("1 min manager")

Dr. Helgelands summary of: application process reference interview notify candidate timely

application process (use for record keeping, screen out unequal, rank qualified, check references ALWAYS references: oral better than written, hear feelings, get questions answered, more candid, double check accuracy of app interview: with multi people, know what cannot be asked, people that will be working with them, ask secretaries, open-ended questions, policies and expectations (based on best person not on intuition and seek input so you don't get fooled) notify candidate that was hired and others (be prepared to say why not and keep on file as maybe to potentially speed up future searches) timely- meet your deadlines and notify them if it changes

some leadership styles audocratic transformational delegator

audocratic- "do this___" no time to seek consensus transformation- get change going in an org delegator: trains and delegates w/o lots of oversight, some employees feel abandoned will have to adjust style depending on situation

mis hiring

cost of mis hiring includes wasted recruiting time and money, missed opportunity of hiring the "right" person, wasted training dollars, poor services etc. direct cost of hiring a pharmacist are high and indirect costs (lost productivity, etc) are even more --> decrease in NET PROFIT

Dr. Helgelands thoughts on discipline

discipline usually has a negative connotation discipline actually comes from teaching 1) positive- education and training 2) negative- prevent recurrence of behavior managers struggle with discipline: difficult to discipline adults and don't want to seem bossy--has to be addressed, exercise authority or ultimately loose credibility being a dictator can lead to resentment (be assertive but not too much) set up timetable: address w/in certain time or never again (have them decide how to solve problem, start with good and end with bad, be empathetic, may need multiple follow-ups) last step is termination- should never be a surprise (exception is layoff) can't afford to let problems continue because it is bad for business remember: even on a good day you may have to reprimand and even on a bad day you should look for opportunity to praise

what is a situational leader steps

effective in variety of situations, knows what style to use; has developed skills to use multi styles effectively diagnosis- gets to know employees and understands their needs flexibility- has worked on multi styles contracting- agreement w/ each employee on what style they need from the manager

Feedback and evaluation (on orientation and training)

employees progress (let them know how they are doing as you go, dont just point out the bad things) get the employees views- give them a change to talk- how could your training/orientation be improved good orientation and training program could lead to: more loyalty, less turnover, less labor costs do to less expense of hiring and training, increase efficiency and production from employees which can decrease labor costs and improve morale

the importance of having applications and in performing reference checks

examine job application and resume- useful prelim screening,eliminating those clearly not qualified part of job hiring documentation used to find areas to discuss with candidates reference check (verbal or written): positive bias built in , minimum number to check is 2 (most recent if provided), best by telephone, would like to see longer letters both needed for effective screening process

5,5 organization man

good balance between productivity and people organization=people (neither reaches full potential is this one)

coaching leadership style amount of supervision? how is it done? when is it appropriate?

high : directing and supporting still close supervision but maybe less in this stage increased 2 way communication- leader makes final decision but employee helps and builds skills to make decision in future; more PRAISING (support risk and reinforce) and LISTENING (see how they work) may have good ideas and can help eval your own work appropriate: DISILLUSIONED worker (task harder, losing confidence) or COMMITMENT is decreasing (coach and rewards)

directing leadership style amount of supervision? how is it done? when is it appropriate?

high : mainly directing CLOSE supervision-lots give specific instructions- employee follow and boss is leader; step by step processes and leader solves the problems appropriate: new employees or beginners (inexperienced) experienced (new rph)- sometimes need direction emergency situations (decisions need made quickly and high stakes)

supporting leadership style amount of supervision? how is it done? when is it appropriate?

high: mainly support less supervision; more interaction- support suggestions, more LISTENING, 2 way convos SHARED decision making- let the fly (confidence building)- wont tell them how to do it but may guide in problem solving who: experienced people (do not like coaching and delegating)

maintanence factors also called examples absent/present internal or external? what can we do?

hygeines, hygeine factors, dissatisfiers salary and benefits working conditions company policy status job security supervision office life personal life absent- worker dissatisfied present- does NOT mean satsified just that they are NOT dissatisfied external factors maybe change policies, appropriate supervision, culture of respect, try to have competative wages

what is Agency theory? also called

incentive theory or principle agent lots of orgs think this way but doesn't hold up well People work in accordance with how you pay them. example: You have to align the interests of executives with interests of shareholders "aligning incentives" - the drive towards top performance has been widely used as an argument for skyrocketing compensation Example: offering children a financial reward as an incentive for every A on a report card The problem with this theory is that there are powerful anomalies that it cannot explain. 1.Hard working people are not necessarily the highest paid group. 2.Managers of non-profit organizations rarely complain about getting their staff motivated.

Is training a cost or an investment 2 reasons for training formal versus informal training dr helgelands favorite saying:

investment 2 reasons: 1) to acquire skills 2) to change behavior formal- program informal- training is ongoing process, train in corrrect way, train by your behavior "what you allow you encourage"

why is clarification of responsibilities important in the training process

job description may not be completely accurate dissatisfaction can result if they didn't know they were suppose to be doing something clarify for them so they know what is expected of them so there is no surprises

other things to keep in mind w/ interviews

let other applicants know they were not selected for the position, avoid discrimination based on age, sex, religion, disability, fertility status (federal laws - Civil Rights Act, Equal Employment Opportunity, Age Discrimination Act, Americans with Disabilities Act), document hiring decisions to avoid accusations of discrimination, hire out professional services when warranted - legal, banking, insurance, etc.

helgeland's thoughts on herzberg's theory

people perceive things differently so what may bother one person may not bother another and vice versa hence people are motivated/dissatisfied by different things -we need to communicate with people to determine what motivates and dissatisfies them using hygeine factors as motivators usually doesn't work and if it does it is short term at best 1st step- get rid of annoyance or hygeine negatives 2nd step- try and add motivators (opportunities for growth)-praise them and job development

dr helgelands thoughts on performance evaluation: how often formal? effective eval must meet what 3 objectives what is performance linked to managers role record keeping communication employee viewpoint after eval is over

periodic (usually annually) although informal eval should occur all the time and should not "Dump" on employee at formal eval formal evals are usually disliked by managers and time consuming 3 objectives: 1) improve employees performance in current position 2) provide growth opportunity for those who want to move up 3) provide org w/ people who are qualified to move up performance is LINKED to JOB DESCRIPTION (we eval based on it) managers must know eval system and use it properly (everyone should use in same way -salaries maybe tied to it) working record for monitoring progress (esp if unfavorable eval) 2-way exchange for communication and should take as long as it needs to take employee viewpoint: 1) how am i doing in eyes of manager 2) where should i improve 3) what objectives must i reach 4) future possibilities w/ org

Role of personnel in pharmacy why hiring the right people is important satisfied employees means? Reasons for dissatisfaction in pharmacy

personnel determine success and failure right people because they are how others view the pharmacy satisfaction: keep them happy because if unhappy will not have good pt care or be as effective, also less likely to keep up with skills reasons for dissatisfaction 1) shattered expectations (high hopes) 2) lack of advancement (few opportunities- need to still challenge employees because boredom leads to dissatisfaction) 3) lack of human resources skills (managers usually just have on the job training and reason for promotion is pharmacist skill-may lack still to actually manage)

Due to laws regarding discrimination in hiring, get a sense of the acceptable and unacceptable questions in the hiring process (page 518)?

physical attributes (ht/wt, hair color) martial/family status age (meet legal min age limit?-this is okay to ask) handicaps (info only used if affect the safe performance of a job) sex race religion conviction and arrest (can only ask about felonies related to ability to perform a particular job) ancestry (do not ask where they come from)

Dr. helgelands thought son recruitment and selection: attracting and retaining pharmacists

retain rather than replace (cheaper) good managers and mentors (say thank you and show appreciation for staff, helps retain staff) There has been a SHIFT of loyalty from orgs to MANAGERS. note that turnover reflects on the manager pay is not number 1 motivator other than at the point of hire; opportunity for growth, trusting enviro etc be careful when hiring (can disrupt close nit structure if new hire doesn't fig, get them involved in needs analysis) lead by example: passion for pt care- show respect for teammates/employees (enjoy yourself and have good sense of humor)

Theoretical Model/helgeland's version

theoretical model effort, abilities and traits, and role perceptions all go into performance performance leads to rewards (hegeland's puts both intrinsic and extrinsic in diagram to include porter and lawlers theory) rewards and perceived equitable rewards leads to satsifaction these models flow in one direction

level higher than self actualization

transcendence (spiritual) ethics, creativity, compassion helps others grow

what is on the grid

vertical (y axis)- concern for people horizontal (x axis)- concern for production (x, y)

Hertzberg's theory

will be discussed with notes

summary of x,y,z

x- hard core and traditional y- let them fly z- will fly as long as supported y and z more successful all 3 can be found and may be useful may influence ratings of which companies are best to work for

Employee motivation Define motivation what goes into management what are the 3 key elements that someone needs to assume responsibility for their job?

● Motivation is defined as the direction, amount, and persistence of an individual's efforts. ● Peter Drucker specifies that "making work productive and the worker achieving" is an essential part of management. This can only happen with "responsible workers" ○Productive work: organizing tasks ○Worker achievement: making the work rewarding for human beings ○Responsible worker: Those who assume responsibility for their jobs and control their own performance. Assuming responsibility for one's job requires 3 key elements: ■Work must be productive ■There must be a feedback on employee's performance ■There must be an opportunity for continuous learning management by expectations

describe management by expectations

●*Management by expectations* is a process of management that is based on self-direction and self-control. 2 steps: ■Specifying expectations or objectives ■Monitoring progress toward the realization of those expectations. ○It is a powerful tool that can be used effectively in developing a motivated and productive work force. -attainable, realistic, measurable measurable- second part of management by expectations process

Understand the performance evaluation (appraisal) process.

●Performance evaluation is a term that describes the process by which a manager can measure an employee's progress toward individual and organizational goals. ●The purpose is to promote performance excellence on the part of employees and the organization. ●Performance management is made up of planning, development and evaluation. ●The current performance evaluation also sets up the foundation for the future one. ongoing process (day to day basis)

What is the biggest problem with using a personnel placement service in finding an employee to hire for a position?

FEES While personal placement services can be effective and save time, the fees paid by the employer usually make them cost prohibitive.

4 basic leadership styles

1) directing 2) coaching 3) supporting 4) delegating

Name and explain the 2 basic leadership *behaviors* (pg 535)

1) directive (autocratic) structured, control, SUPERVISION one-way communication tells the who what when where how boss talks employee listens 2) supportive praising, listening, FACILITATING let them think things through

Basic training

1) explain the 1) what 2) how 3)why of job (they have to buy in to do a good job and gives them reason/purpose) 2) demonstrate 3) trainee then tells the right way tot do it and then does 4) immediate follow up (tell them what went well and then what they can improve on) always be training by example

list 2 poor appraisal systems and discuss each

1) fault finding (criticizing) discussing w/o corrective action; focus on past w/o future 2)dumping or gunny sacking write down offenses and date and compile until eval and then dump on person should discuss good and bad throughout so there are no surprises

Maslow's continued (dr hegelands thoughts) 1.focus on___ and satisfy ___ first; then _____ 2.needs are ____ 3. which are rarely satisfied 4. order the same for everyone? meet them the same way? 5. supervisors role

1) focus on UNFILLED needs and satisfy LOWER-LEVEL first; then activates HIGHER-LEVEL 2) CYCLICAL (not permanent and fluxuate) 3) esteem and self-actualization 4) meet in different ways and may be in different order 5) supervisor needs to figure out where employees are and meet those needs remember: raises are usually only temporary for esteem needs

successful leader characteristics

1) hard work bring success 2) doesn't avoid conflict (all orgs have it and it must be dealt with openly and at appropraite times in private places) 3) seeks input (listens to those you manage-be amongst the people) 4) understands employees (take advantage of talents0 5) human being (show vunerability) 6) change vs stability (need stability to have effective changes-only so much at a time tho) 7) has fun

components of motivation 4 ways to encourage better performance (leading to rewards and therefore satisfaction)

1) managerial input praise them and tell them when they do things wrong (don't just communicate when they do something wrong) 2) type of communication content and tone of message are critical (criticism is not a motivator, talk to them, poor performer should know they are a poor performer) 3) understanding people and personalities do have to like them but have to UNDERSTAND them 4) employee analysis/managerial analysis most people don't analyze their motivators (bowling example in 1 min manager); managers don't always either, self analysis (strengths and weakness as rph and manager) managers usually give attention to good performers and not bad performers, need to spend enough time w/ ALL employees (esp if they are struggling and need help) even if you do everything there is no guarantees it will work (evidence shows that in the long run it pays off but someone still might not work out)

1) Does being satisfied mean that you will have good performance? 2) is there a direct relationship between instrinic rewards and performance or extrinsic rewards and performance 3) perception of rewards influence on satisfaction

1) no -very little evidence (good performance leads to satisfaction) good performance-->better rewards --> increased satisfaction 2) direct: intrinsic and performance weak relationship: external rewards and performance 3) number 1 reason to change jobs in perceived inequality in rewards

2 factors influencing company loyalty

1) recognition of good work 2) challenging work our generation has more loyalty to boss than organization then previous generations

What are the 3 elements that must be present in the job for an employee to assume responsibility for the job?

Assuming responsibility for one's job requires 3 key elements: b. Work must be productive c. There must be a feedback on employee's performance d. There must be an opportunity for continuous learning

What is the best time to effectively discipline an employee? first time minor offense?

Attempts to correct performance deficiencies are most effective if they are enacted *as soon as reasonably possible following the infarction.* first time minor: informal discussion or with a verbal warning (educational role in positive discipline)

deliberative strategies versus emergent strategies AKA -Super Cub

Deliberate Strategies (ROADMAP) i.When you put in place a plan focused on these anticipated opportunities, you are pursuing deliberate strategy. ii.Unanticipated problems and opportunities essentially fight against the deliberate strategy for the attention, capital and hearts of the management and employees. iii.Usually it is the "original plan" Emergent Strategies *UNEXPECTED ROADBLOCK" i.A modified strategy that comes from a myriad of day to day decisions to pursue unanticipated opportunities and resolve unanticipated problems c.The emergent strategy can become the new deliberate strategy. d.Strategy is a continuous, diverse, and unruly process. Managing it is very hard because the deliberate strategy and the new emerging opportunities fight for resources OR A deliberate strategy, they explained, is a roadmap that a company or an individual puts in place and sets out to follow. An emergent strategy involves the decision to follow a new path when opportunity knocks unexpectedly, or when an unexpected roadblock arises. In work and in life, the question is always which path to take.

What are some of the things that might be covered in an employee's orientation and training (generally)?

From page 519,"an effective orientation must include several components:" 1) A thorough understanding of why certain tasks are performed in a certain way 2) An explanation of how and when to obtain information such as procedure manuals and references books 3) Details regarding working relationships-such as how a particular position functions in relation to others within an organization. 4) Descriptions of job behavior standards (telephone courtesy, dress policy)

Why would you check more than one reference?

In some cases, a present employer may elect to provide a good reference for an individual in order to unload a problem employee. Contacting at least 2 previous employers reduces the risk of falling into this trap.

HOW WILL YOU MEASURE YOUR LIFE? (christensen reading)

HOW WILL YOU MEASURE YOUR LIFE? (christensen reading)

HUMAN RESOURCE MANAGEMENT (Matthew Perri)

HUMAN RESOURCE MANAGEMENT (Matthew Perri)

MOTIVATION- MAINTENANCE THEORY also called

Herzberg's theory dual-factor theory

INTRO to HR (Michael Noel and J Lyle Bootman)

INTRO to HR (Michael Noel and J Lyle Bootman)

Understand the importance of performing reference checks when hiring employees.

Important to check current/recent work ethic of the individual applicant. Minimum to check is 2 and should represent the 2 most recent places worked. Also, checking the 2 most recent employments can prevent the "trap" of a current employer unloading a problem on your organization.

Theory Z (Japenese Model)

Japanese culture where many people have huge loyalty to their company and work there for life. 1) -good working relationships with people they work with, above and below 2) -high need for company support 3) -value/need good working environment worker traits: -sense of order, -disciplined, -hard worker with moral obligation to do the best you can, -cohesion with fellow workers workers do their jobs - they are trusted to do their jobs and administration is trusted to do theirs

job description versus job specifications

Job description - describes the *job itself*, not personal characteristics of potential employee Job specification - description of the *human qualifications* necessary to do the job, including education, experience, training, judgement, initiative, communication skills, and emotional characteristics

MANAGEMENT STYLES

MANAGEMENT STYLES

MANAGERIAL GRID THEORY

MANAGERIAL GRID THEORY

Rewards

Managers have a variety of rewards available to them: raises, promotions, praise for a good job, recognition, advancement, opportunities for personal growth, time off, flexible hours, etc. Manager should also make sure that the rewards is relevant and wanted by the employee by first understanding what needs they are trying to satisfy. 1-monetary - not all businesses have money for raises/bonuses, across the board raises should be avoided 2-self-motivation - people work for themselves, have process that allows employees to reach potential 3-measurement - people need to know what they should be doing and how it is measured, reward performance not effort 4-methods of rewards - figure out what is important to them

ONE MINUTE MANAGER

ONE MINUTE MANAGER

When does orientation to a job start?

Orientation begins during the *interview process* when the job duties, performance expectations, and organizational values are spelled out in some detail.

Employee orientation and training? what things should be covered in the orientation

Orientation should begin during the interview process -job duties, performance expectations, and organizational values, should be conducted by manager and involve other employees to reinforce knowledge A good orientation program will ensure that employees know why things are done in certain ways. Written policy and procedure manuals are often effective to tell why things are done a certain way should be positive experience evaluation and feedback extremely important and should occur as ongoing activity

performance appraisal process purpose formal or informal begin by___, then___, after make sure to ____

Purpose: evaluate the employee's degree of success on the job can be less structured but formal evals should be done periodically serve to improve employee performance and provide the manager with a means to document job performance It is important to plan for and provide a friendly, non-threatening atmosphere and allow plenty of time, about one hour, for the discussion with no interruptions. Have supporting documentation available (personnel file, past appraisals, customer comments good and bad, attendance records) and compare employee results to goals established. begin on POSITIVE NOTE:review strengths first: Provide feedback using concrete examples starting with strengths. Then talk about areas of improvement and how to accomplish those. Also, listen to ideas from employee and develop an action together. AFTER: Document performance appraisal activities - points discussed, plans for improvement, goals established. Provide feedback periodically and make sure employees know what is expected of them. This should, in turn, benefit the business through increased productivity and customer satisfaction.

an organization's capabilities fall into which 3 buckets? "ipad app"

Resources, processes, priorities Capabilities: The factors that determine what a company can and cannot do; they are dynamic, and built over time; no company starts out with its capabilities fully developed. P. 124 1) Resources—usually people or things—they can be hired and fired, bought and sold, depreciated or built. Many resources are visible and often are measurable. P. 125 2) Processes-ways in which those employees interact, coordinate, communicate, and make decisions. These enable the resources to solve more and more complicated problems. Ways that products are developed and made, and the methods by which market research, budgeting, employee development, compensation, and resource allocation are accomplished. Processes can't be seen on a balance sheet. P. 125 If businesses have strong processes, the process will work regardless of who performs it. 3) Most significant are priorities—clear guidance about what a company is likely to invest in, and what it will not. Employees at every level will make prioritization decisions—what they will focus on today, and what they'll put at the bottom of their list.

If a person is responsible for a job being done, what else must that person have?

Responsibility and AUTHORITY (See previous question under interdepartmental conflict)

sources of conflict management

Sources of conflict management and how to resolve them: Interpersonal conflict: 1. Work Overload ■ Manager can postpone non essential meetings and delegate some responsibilities to subordinates in order to create a more manageable workload. ■ Define/more clearly define the employee's duties if they are the victim of a high workload ■ Planning adequate staffing for predictable workload variations 2.Work Underload (can be more detrimental than overload), require innovative solutions ■ Assign affected employees extra work/projects (must be meaningful work) 3. Conflicting demands: frequent cause of interpersonal difficulties on a job (eg. pharmacists getting tough questions from doc while a really long cue of meds to fill is building up) ■ Time management techniques, tell employees to exercise judgement in determining which task is of the greatest immediate importance by consulting with the responsible manager. Interdepartmental conflict: when a manager is given responsibility for a job being done but has little or no control over the task itself. ■ Either a supervisor's responsibility should be reduced and the responsibility should be reduced and the responsibility given to the actual person in charge ■ OR the supervisor should be given the authority necessary to carry out the responsibilities of the job Interdependent parties with undefined roles (eg. pharmacists counseling on discharge meds and nursing staff thinking that it is their responsibility) (role ambiguity) ■Define responsibilities "Dead End Jobs": problem due to workers feelings of unimportance/boredom ■Job enlargement: the manager assigns a greater variety of tasks to an individual employee, careful of not causing work overload ■Job-enrichment techniques

Why would a community pharmacy probably not advertise in a journal when trying to hire a pharmacist?

The long lead time (usually 2 months) that are required to place an ad in a journal, in comparison to a newspaper, which generally have shorter lead times.

termination process

Termination is potentially the most difficult task to perform as pharmacy manager and should usually be a *last resort*. Justifiable reasons for termination: unsatisfactory job performance, theft, refusal to follow directions, inappropriate conduct, use of drugs/alcohol at work, and excessive absence or tardiness. Steps: 1-provide verbal and written warnings, document each interaction 2-make sure you have examined all other options (leave of absence for alcohol abuse problem instead of termination) 3-do the firing yourself (do not delegate), in a private location, collect keys, IDs, etc, have personnel file available so you are prepared to compare dates of warnings; do it at 5 on friday or dismiss after 4-be direct and clear so there is no question in the employee's mind that all tenure with the business is over, do not apologize or give false hope for re-employment 5-expect a negative reaction, have a witness ready especially with employees of the opposite gender 6-be sensitive to other employees as it will be a stressful time 7-learn from your mistakes, initiate better recruiting, screening, and selection processes

McGregor's theory -Theory X and Theory Y Theory Y

Theory Y(Humanistic) assumes: -work is as natural an activity as rest or play -control and punishment are not the only way to get things done -workers are responsible - they will exercise self control and self direction to meet objectives -workers will seek and accept responsibility, and apply high levels of ingenuity and creativity to work related problems -intellectual potential of most workers is underutilized Managers who believe this theory attempt to design jobs so they can satisfy unmet personal needs through good work on the job which leads to satisfied, motivated employees who want to excel because it meets their needs for self esteem and self actualization. For pharmacists, empowerment to perform tasks that permit the realization of self esteem or ego needs as well as self actualization will provide for strong motivation. Managers should identify specific needs and provide resources to perform the job well to support the employee, and strive to keep work interesting. It also helps to involve employees with decision making and give autonomy and independence in their jobs by letting the employee decide how to do the job.

What is the 1st step in the recruitment and selection process?

To evaluate the needs of the organization and define what constitutes the right employee to meet current and future needs. AKA Needs analysis

dr. helgelands thoughts on orientation

orient all new employees to the org history, mission, objectives, policies other employees can train and introduce to other employees have: employee manual, booklet, brochure -define things like benefits, discounts, leaves, how to perform tasks like answering the phone explain percisely- perception of how things should be done (make them feel comfortable)

Hertzberg Theory 2 types of factors examples of each how does it relate to maslow's theory absence/presence of each

Two different types of factors 1.Hygiene factors a.Elements of work that, if not done right, will cause us to be dissatisfied; E.g. status, compensation, job security, work conditions, company policies, and supervisory practices. b. external to the work itself c.Bad hygiene causes dissatisfaction d.Compensation is a hygiene factor e.If you improve the hygiene factors, you're not going to suddenly love it, at best you won't hate it any more f. Opposite of job dissatisfaction is "absence of job dissatisfaction." g. Maslow's -lower order needs 2.Motivation Factors a.Things that truly, deeply satisfy us, the factors that cause us to love our jobs; E.g. challenging work, recognition, responsibility, personal growth b.characteristics of the work itself c. not having motivation factors- not necessarily unhappy with their jobs d.Motivation is more about what's inside of you and inside of your work. ii.This theory suggests if you get motivators at work, you're going to love your job - even if you're not making piles of money. You're ultimately going to be motivated. e. maslow's -higher order needs (self-estem and self-actualization)

Understand progressive discipline. (page 524)

Typically done after a 2nd offense. WRITTEN WARNING in PERSONNEL FILE: Progressive discipline serves to either correct the employees's defiencey or separate the employee from the job. ●Formalized action which should include a definitive plan and time table for correcting the undesired action and for maintaining a level of acceptable performance. ●Follow-ups should be scheduled to review the employee's progress ●Employee must be informed of consequences of failure to correct the problem ●If the problem is not corrected satisfactorily or in the desired time, either another written warning or move on tho the next step in disciplinary guidelines. Preferred by managers because 1. gives employees the opportunity to correct themselves 2. provides management w/defensible documentation of attempts that were made to salvage the employee

when and why is capital that seeks *growth before profits* considered "bad" capital? "motorola -satellite phone"

When the winning strategy is not yet clear in the initial stages of a new business, good money from investors needs to be patient for growth but impatient for profit. Capital that seeks growth before profits is bad capital. Once a viable strategy has been found, investors need to change what they seek. Their focus should become impatient for growth and patient for profit. He discusses colleagues who were the best and brightest stars but were pushed way too much beyond their limits to succeed really early; instead of channelling their talent into something sustainable, they ended up suffering from burnout too soon. - set priorities

3 parts of purpose?

likeness commitment metrics FYI: Set a goal based on your values, commit to it, and measure it FOUND IN EPILOUGE: Christensen believes that for the words of his book to be meaningful, one must have a purpose in life. A company must also have a purpose. •The first part of this purpose is what he calls a likeness—what a manager and employees hope they will have built when they reach a critical milestone in their journey. P. 196 •Second, for a purpose to be useful, employees and executives need to have a deep commitment—almost a conversion—to the likeness they are trying to create. The purpose can't begin and end on paper. •The third part is one of a few metrics by which managers and employees can measure their progress. •Three parts—likeness, commitment, and metrics—comprise a company's purpose. Companies that aspire to positive impact must never leave their purpose to chance. P. 196 The type of person you want to become—what the purpose of your life is—is too important to leave to chance. P. 197 •The metric we use to measure how we are doing has to be able to see the big picture. We need to aggregate information in order to do so.

delegating leadership style amount of supervision? how is it done? when is it appropriate?

low in support and direction these are typically the peak performers who provide their own support, make their own decisions, and problem solve on their own managers should delegate so they do not do task that subordinates could handle, if not delegated could lead to slow growth and inefficiency may send message employees are not trusted or worthy can improve productivity more than any other skill if done well Keys: 1) what can be delegated? 2) burn out (trust and delegate) 3) high paid want to be delegated to (achievement, responsibility increase morale and loyalty)

manager versus leader

manager- ADMINISTER; how to get the job done; set goals because they have to- fxn of running things (plan, organize, coordinate) leader- INNOVATES which job needs to get done' (inspire and motivate) shape IDEAS/visionary, new and fresh approaches-influence others to reach goals need to develop skills in both areas leaders need both power (apply force) and authority (right to command resources) to be effective in carrying out obj of org

where and how do we advertise for and recruit pharmacists? MOST effective way to advertise would this differ for not-professional personnel (non-pharmacist positions)?

methods: word of mouth, employment agencies, advertising (magazines, newspapers), campus recruiting, professional meetings, government agencies, walk-ins, promoting within the organization, headhunters, referrals (employees, friends, competitors, suppliers or trade associateds) PRINT ADVERTISING (most expensive but most effective) recruiting techs: commercial placement services, word of mouth, newspaper (may differ based on the fact of looking in different places)

motivation factors also called examples absent/present internal or external? what can we do

motivators; satisfiers- hard to do if you haven't taken care of hygeine factors acheivement recognition job interest responsibility advancement (maslow's higher needs) absent- not motivated, not satisfied ( not dissatisfied unless no hygeine factors) present- satisfied (likely) and motivated internal- work itself "job enrichment"- look at how each can be made better motivation comes from w/in and not from manager but manager can do things to help self-motivate like provide opportunities, match skills, give recognition, assign responsibilities, give advancement opportunities

Dr. Helgelands summary of needs analysis job description job specification when will you have need advertise for job opening

needs analysis (can current staff cover, part time, rearrange, if clerk could they become tech; has the job changed since originally hired) job description: performance review is based on the description because it defines what they should be doing job specification: qualifications (license, specialty, experience) try to predict so you can prepare and recruit advertise: not in journals unless specialty, not radio or tv newpaper, online/media, professional orgs, grapevine, head hunters

which is the best leadership style

no style is the best depends on person and situation we want to be situational leaders

Basics of conflict management. 3 skills for success in handling conflict

self-regulation of conflicts in which the manager is personally engaged or to intervention in the conflicts of others Successful conflict management draws upon 3 skills that are fundamental to managerial excellence 1. Innovate: In actual practice, innovation often fosters some form of conflict and is usually required in the resolution of conflict. 2. Problem solving: problem-solving skills enable one to effectively deal with conflict. 3. Communication skills: assist in the prevention and resolution of conflict.

Dr. Helgelands comments on readings

success and failure of business depends on personnel (determines public's image of the pharmacy) number one reason customers leave a pharmacy is employee indifference personnel costs are second only to inventory in pharmacy operation: mis-hires can be expensive wages expense is the largest expense

suitability vs capability in dr. helgelands thoughts on recruitment and selection

suitability- are they RIGHT for the job capability- can DO the job need to have both can learn skill to become capable but may never be suitable (ex-personality)

4 basic leadership styles matrix with behaviors

supportive ^ | supporting / coaching __________________ delegating / directing --> directive usually start in directive, move to coaching, supportive, and then delegating

what is Management by Objectives (MBO)

synthesis of methods developed using behavioral research psychology to find out how people tick and tie it into HR in this process MANAGER and EMPLOYEE identify COMMON GOALS -decide who is responsible tangible results: increased sale, profits and decreased costs in this style management is more efficient and responsive to neeeds of employees and company this increases MORALE it is "participatory" they know what they are measured on and therefore can perform better (more flexible)